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Target Operating Model
TOM
- Fragmented process and systems architecture
- New accounting and regulatory standards
- Enterprise cost reduction
- Large structural change, often driven by M&A or internal restructure
- Symptoms of a dysfunctional processes
Drivers of Change
- Manually intense, error prone processes
- Fragmented technology architecture
- High cost of finance across people, process and technology
- Inflexibility in adapting to new regulation and reporting requirements
- Lack of time and focus on business partnering services
- Reconciliation issues
- Inefficient and/or manual inter-company and cut-off controls
Common Symptoms
- Single, holistic vision of what CFO needs to achieve to create value and how they are to achieve it
- Clear communication tool to ensure alignment across the Finance change portfolio
- Enables an assessment of the optimal finance structure, including use of shared services, offshoring and outsourcing
- Identifies cost saving opportunities via optimisation of finance resources across people, process and technology
- Ensures that technology solutions meet the needs of the business
- Improve clarity of critical hand offs and controls, enhancing management of risk
- Enables a roadmap to be developed to deliver upon the vision
- Enables Finance to enhance value delivered to stakeholders
- Provides a blueprint for future growth for the Finance Function
Benefits and outcomes